Dismissal, Redundancy and Termination of Employment
Ending someone’s employment is one of the highest-risk decisions you’ll make as an employer. We help you get the process right, whatever the reason behind it.
Whether you’re dismissing for capability, conduct or redundancy, the process matters as much as the reason. We advise on capability and conduct dismissals, gross misconduct, poor performance, long-term sickness absence, notice periods, garden leave, payment in lieu of notice and holiday pay calculations.
Redundancy needs particular care. We advise on genuine redundancy situations, selection pools and criteria, consultation requirements (individual and collective), suitable alternative employment, redundancy payments and appeals, whether you’re restructuring one role or closing part of the business.
Dismissal should usually be the last step, not the first. We can review your proposed course of action before you take it, so you understand where the risk sits.
A dismissal that looks obvious to you can still fail on process alone.
Sometimes you know redundancy is coming and want to plan the consultation properly before anyone’s told. Other times a decision’s already been made under pressure and you need to know how exposed it leaves you. We can help you plan ahead, or assess where you stand right now.
If you’re not sure which of these fits your situation, call us, and we’ll point you in the right direction.
- Disciplinary Issues
- TUPE: The Transfer of Undertakings (Protection of Employment) Regulations 2006
- Contracts of Employment, Employee Handbooks, Policies and Procedures
- Advising on Settlement Agreements
- Restrictive Covenants/Restraint of Trade
- Advice on Parental Rights, Flexible Working and Equal Pay
